The document summarizes a research study on optimizing natural resources and cultural heritage as a business development strategy for the ceramic industry in Malang City, Indonesia. The study used SWOT analysis to examine internal and external factors influencing the development of small-scale ceramic businesses. SWOT analysis identified strengths like experienced workforce but also weaknesses like low education levels. Opportunities included potential domestic and international markets, but threats included competition from cheap Chinese imports and global market competition. The study aims to explore how ceramic businesses can leverage local resources and culture to strengthen their competitiveness.
The Effects of Industrial Environment, Innovation, and Government Policy on B...IOSR Journals
This research aims to provide information about the effects of industrial environment on business performance, industrial environment on business performance with innovation as moderating variable, innovation on business performance and innovation on business performance with government policy as moderating variable. The population of this research is all small industries especially Tenun Songket Riau in Pekanbaru City, Bengkalis Sub District, and Siak Sub District, as many as 330 business units. Sampling method used is proportional sampling with total sample of 110 business units. Structural Equation Modeling (SEM) is used as data analysis and to be processed with AMOS 16 software. The findings of this study are as follows: (1) the more dynamic industrial environment results better business performance of small industry of Riau Songket Weaving; (2) the more dynamic industrial environment supports innovation capability and impacts better business performance of small industry of Riau Songket Weaving; (3) the higher innovation capability of the business results better business performance of small industry of Riau Songket Weaving, and (4) the higher innovation capability and to be supported by conducive government policy impacts better business performance of small industry of Riau Songket Weaving.
The document summarizes a study that investigated the key success factors of micro, small, and medium entrepreneurs. The study surveyed 60 entrepreneurs using questionnaires. The results suggest that finance management, availability of customers, and family support positively and significantly impact entrepreneurial success in business. Most respondents were aged 25-35, had a bachelor's degree or secondary education, and owned sole proprietorships with 1-10 employees.
The document discusses the progress and performance of micro, small, and medium enterprises (MSMEs) in India. It provides definitions and classifications of MSMEs according to the MSMED Act of 2006. MSMEs make up a large portion of total business in India, contributing about 45% of manufacturing output and 40% of exports. They are also a major employer, providing jobs to around 42 million people. However, most MSMEs are micro-enterprises, and many operate in a traditional manner. The document suggests that more support is needed to help micro-enterprises modernize and grow. Overall, it concludes that MSMEs have performed steadily and are important for India's sustainable development, though continued efforts are
- The document discusses the progress and performance of micro, small, and medium enterprises (MSMEs) in India.
- MSMEs make up a large portion of Indian businesses and contribute significantly to manufacturing output, exports, and employment. However, most MSMEs are micro-enterprises and could benefit from support to grow.
- The majority of MSMEs are proprietorships engaged in permanent manufacturing activities. They provide steady employment but could improve production and marketing with additional training.
The main objective of this study was to investigate the challenges and opportunities of growth of
MSEs in Asella town. MSEs have been regarded as the machine of economic growth and development all over
the world. It also play a crucial role in the development of the economy with their effective, efficient, flexible
and innovative entrepreneurial spirit
This document summarizes a research study that analyzed factors influencing innovativeness among small and medium enterprises (SMEs) in Uzbekistan. The researchers conducted surveys of 150 SMEs and used logistic regression models to analyze the data. They identified several internal and external factors as independent variables that could influence innovation outputs as dependent variables. The statistical analysis found relationships between innovation outputs like new products/services and process innovations, and factors like research and development, marketing, CEO perspectives, employee engagement, networking, and government incentives. The study provides insights into promoting innovation among SMEs in emerging economies like Uzbekistan.
The Effects of Industrial Environment, Innovation, and Government Policy on B...IOSR Journals
This research aims to provide information about the effects of industrial environment on business performance, industrial environment on business performance with innovation as moderating variable, innovation on business performance and innovation on business performance with government policy as moderating variable. The population of this research is all small industries especially Tenun Songket Riau in Pekanbaru City, Bengkalis Sub District, and Siak Sub District, as many as 330 business units. Sampling method used is proportional sampling with total sample of 110 business units. Structural Equation Modeling (SEM) is used as data analysis and to be processed with AMOS 16 software. The findings of this study are as follows: (1) the more dynamic industrial environment results better business performance of small industry of Riau Songket Weaving; (2) the more dynamic industrial environment supports innovation capability and impacts better business performance of small industry of Riau Songket Weaving; (3) the higher innovation capability of the business results better business performance of small industry of Riau Songket Weaving, and (4) the higher innovation capability and to be supported by conducive government policy impacts better business performance of small industry of Riau Songket Weaving.
The document summarizes a study that investigated the key success factors of micro, small, and medium entrepreneurs. The study surveyed 60 entrepreneurs using questionnaires. The results suggest that finance management, availability of customers, and family support positively and significantly impact entrepreneurial success in business. Most respondents were aged 25-35, had a bachelor's degree or secondary education, and owned sole proprietorships with 1-10 employees.
The document discusses the progress and performance of micro, small, and medium enterprises (MSMEs) in India. It provides definitions and classifications of MSMEs according to the MSMED Act of 2006. MSMEs make up a large portion of total business in India, contributing about 45% of manufacturing output and 40% of exports. They are also a major employer, providing jobs to around 42 million people. However, most MSMEs are micro-enterprises, and many operate in a traditional manner. The document suggests that more support is needed to help micro-enterprises modernize and grow. Overall, it concludes that MSMEs have performed steadily and are important for India's sustainable development, though continued efforts are
- The document discusses the progress and performance of micro, small, and medium enterprises (MSMEs) in India.
- MSMEs make up a large portion of Indian businesses and contribute significantly to manufacturing output, exports, and employment. However, most MSMEs are micro-enterprises and could benefit from support to grow.
- The majority of MSMEs are proprietorships engaged in permanent manufacturing activities. They provide steady employment but could improve production and marketing with additional training.
The main objective of this study was to investigate the challenges and opportunities of growth of
MSEs in Asella town. MSEs have been regarded as the machine of economic growth and development all over
the world. It also play a crucial role in the development of the economy with their effective, efficient, flexible
and innovative entrepreneurial spirit
This document summarizes a research study that analyzed factors influencing innovativeness among small and medium enterprises (SMEs) in Uzbekistan. The researchers conducted surveys of 150 SMEs and used logistic regression models to analyze the data. They identified several internal and external factors as independent variables that could influence innovation outputs as dependent variables. The statistical analysis found relationships between innovation outputs like new products/services and process innovations, and factors like research and development, marketing, CEO perspectives, employee engagement, networking, and government incentives. The study provides insights into promoting innovation among SMEs in emerging economies like Uzbekistan.
The document discusses a study on analyzing the competitiveness of small and medium enterprises (SMEs) in Probolinggo, East Java, Indonesia. It finds that SMEs' ability to build effective and efficient networks is a key determinant of their flexibility and productivity. Effective networks are characterized by operational efficiency through lower transaction costs, improved access to working capital, and a more innovative business climate. The study suggests network expansion is critical for SME policy development.
Economic structure & pattern of malaysia has been discussed in this assignment. Political parties, development procedure, etc. are discussed here in a decent way.
List of 50 Selected Projects for Micro, Small and Medium Enterprises (MSME). Ajjay Kumar Gupta
The document provides an overview of micro, small and medium enterprises (MSMEs) in India and lists 50 potential business project ideas for MSMEs. Some key points:
- MSMEs play a crucial role in the Indian economy by providing employment, encouraging industrialization in rural areas, and contributing to socioeconomic development.
- The top industries for MSMEs are retail trade, wearing apparel manufacturing, food and beverage manufacturing, and other services.
- Potential business project ideas that are listed include production of items like pistons, ceramic tiles, abrasive paper, matchboxes, oxygen/nitrogen plants, and more. These require low investment and have market demand.
Internationalization from sme perspective with reference to pump and motor ma...IAEME Publication
This document summarizes a study on the internationalization of small and medium pump and motor manufacturing enterprises in Coimbatore, India. The study analyzed 143 pump and motor manufacturing SMEs through surveys and interviews. The key findings were:
1) Most SMEs internationalized through proactive motives like increasing profits and owner interest, rather than reactive motives like overproduction. Initial export markets were closely associated with cultural and geographical proximity.
2) Direct exporting was the most common initial mode of entering foreign markets. Over half the companies had 26-50% of sales from foreign markets.
3) Management interest, foreign inquiries, and profit/business motives most impacted the decision to internationalize. Most
Internationalization from sme perspective with reference to pump and motor ma...IAEME Publication
This document summarizes a study on the internationalization of small and medium enterprises (SMEs) in the pump and motor manufacturing industry in Coimbatore District, Tamil Nadu, India. The study examines internationalization theories and the internationalization process of 143 SMEs in the pump and motor industry through surveys and interviews. The results show that initial export markets are closely associated with cultural and geographical factors, and the initial mode of operation tends to be direct exporting. Important factors for SME internationalization include increased commitments and investments, as well as management interest in international activities and previous international experience.
This document summarizes a study that investigated the effect of entrepreneurial competences on the success of paint manufacturing small and medium enterprises (SMEs) in Rivers State, Nigeria. The study hypothesized that three facets of entrepreneurial competence (strategic competence, operational competence, and learning competence) influence enterprise success. Data was collected through surveys of managers at 20 paint manufacturing firms and analyzed using statistical software. Results suggested that all three components of entrepreneurial competence positively impact enterprise success, with operational competence being the most important predictor of success. The study concluded that enterprise managers should focus on developing strategic, operational, and learning competences to enhance their business success.
This document summarizes a study on the marketing problems faced by entrepreneurs in Madurai City, India. The study examined 70 entrepreneurs across various business sectors. It found that the main marketing problems included the non-availability of raw materials, pricing issues, transportation delays, high distribution costs, and lack of promotion. The study also analyzed the demographic profile of entrepreneurs and identified the key factors motivating them to start their business. It provided suggestions for entrepreneurs and the government to address the common marketing challenges.
Market Orientation and Entrepreneurial Competence towards Competitive Advanta...QUESTJOURNAL
ABSTRACT: This research aims to test and investigate the influence of market orientation and entrepreneurial competencies toward competitive advantage and marketing performance on Micro Small and Medium Enterprises (MSMEs) on seaweed processing in South Sulawesi. The unit of analysis is the whole owner and manager of small and medium enterprises on seaweed processing in South Sulawesi. The selection of owner and Manager as the unit of analysis was justified because they (owner/ manager) are the main resources that belong to small and medium enterprises. In addition, the owner and the manager is an individual that is able to explain variable-variables analyzed. The samples in this research are MSMEs on Seaweed of Processing on South Sulawesi as many as 158 respondents. Data analysis techniques used in explaining the phenomenon in this research are descriptive statistics analysis techniques and analysis of Structural Equation Modeling (SEM) with AMOS 24 computer program statistic The researches result to found that market orientation has a positive significant influence Orientation toward competitive advantage with P value = 0.040 < 0.05 with coefficients value 0.285, Entrepreneurial Competence has a positive significant influence toward competitive advantage with P value = 0.045 < 0.05 with coefficient 0.226. Market Orientation has positive insignificant influence on performance marketing with P = 0.524 > 0.05 with coefficient value of 0.190. Entrepreneurship competence have a positive insignificant influence on marketing performance with P = 0.455 > 0.05 with coefficient value of 0.105.
This document defines entrepreneurship and provides examples of successful entrepreneurs. Entrepreneurship is defined as an individual creating opportunities by starting new businesses and taking on risks. Local entrepreneur Erick Thohir started several media businesses in Indonesia. International entrepreneur Jeff Bezos founded Amazon and later acquired The Washington Post. The document also categorizes small businesses in Indonesia based on assets and turnover.
The document discusses industrialization, providing definitions of industrial economics and describing factors that influence industries like costs, production, and investment. It also examines the industrial revolutions that occurred in Europe and North America, and how industrialization relates to economic development and increases in per capita income as countries transform to manufacturing-based economies.
Analysis of non financial characteristics of corporate performance in nigeriaAlexander Decker
This document analyzes the non-financial characteristics of corporate performance in Nigeria. It examines how employment generation, facilities siting, philanthropic donations, and research/manpower development impact socioeconomic development. The study uses a questionnaire distributed to staff at 20 firms across 10 industries in Nigeria. Results show that employment generation and facilities siting significantly promote development. Over 98% of respondents agreed these non-financial factors influence corporate environment. While profits remain a key objective, the study suggests firms prioritize people's welfare through such non-financial activities.
The Analysis of Business Decision for the Development Basic of Community Entr...iosrjce
This document summarizes a study on analyzing business decisions and community behavior to develop an entrepreneurial training model for weavers at the Tenun Ikat Bandar craft center in Kediri, Indonesia. Interviews were conducted with weavers, craftsmen, and community members. The findings show the weavers' motivation comes from preserving their craft and providing income. Their business decisions are influenced by opportunities in the market and guidance from the government. Both internal drives and external factors contribute to their entrepreneurship. To develop their skills, the study recommends motivational training, analyzing economic decisions, online marketing strategies, and entrepreneurship modules covering mindset, business ideas, and growth.
Development strategy for creative industries "cloth endek‟ in Bali Province ...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
ANALYSIS OF THE DETERMINANTS OF THE GOING CONCERN OF SMALL AND MEDIUM ENTERPR...Linda Garcia
This study aims to analyze the determinants of the going concern of small and medium enterprises (SMEs) in Gianyar Regency, Indonesia. The document provides background that SMEs are important for economic development and employment in Indonesia, particularly in Bali Province. Gianyar Regency has many SMEs producing wood handicrafts. The study aims to determine how business characteristics, human capital, social capital, and contextual factors influence the going concern of SMEs. It is hypothesized that business characteristics and human capital positively impact contextual factors, while social capital may not significantly impact them. Additionally, all four factors may significantly influence SME going concern. The document provides tables showing the number of SME
This document discusses conducting a PEST analysis to evaluate the environmental suitability for developing entrepreneurship in Bangladesh. It provides background on entrepreneurship in Bangladesh historically and currently. It outlines the scope of the study, reviews relevant literature on factors influencing entrepreneurship development. This includes discussing economic and non-economic factors, the social and economic background of Bangladesh, conditions for women entrepreneurs, and problems associated with entrepreneurship development. The document proposes using PEST analysis to evaluate the political, economic, social, and technological environment in Bangladesh to identify opportunities and challenges for growing entrepreneurship.
39 progress and performance of micro, small and medium enterprises in indiachelliah paramasivan
The document discusses the progress and performance of micro, small, and medium enterprises (MSMEs) in India. It provides definitions and classifications of MSMEs according to the MSMED Act of 2006. MSMEs make up a large portion of total business in India, contributing about 45% of manufacturing output and 40% of exports. They are also a major employer, providing jobs to around 42 million people. However, most MSMEs are micro-enterprises and many operate in a traditional manner. The document suggests that more support is needed to help micro-enterprises modernize and grow. Overall, it concludes that MSMEs have performed steadily and are important for India's sustainable development, though continued efforts are still
Progress and performance of micro, small and medium enterprises in indiaRAVICHANDIRANG
Micro, small and medium enterprises are powerful segment of the industrial development of a country. These sectors performed well with multidimensional aspects of the socio-economic aspects. Growth and progress of MSME in India is an emerging aspects which directly associated with the sustainable development in the country. This article is focused on the Progress and Performance of Micro, Small and Medium Enterprises in India with reference to MSME in of India.
This document discusses implementing big data analytics to support small and medium enterprise (SME) regional growth. It first defines SMEs and explains how big data is no longer just for large corporations due to cheaper cloud computing options. The document then reviews literature on defining SMEs and their importance for economic development. Finally, it discusses how harnessing big data through analytical frameworks could help SMEs make better decisions to grow their businesses and regions.
Implementing bigdata analytics for small and medium enterprise (SME) regional...iosrjce
IOSR Journal of Computer Engineering (IOSR-JCE) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of computer engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in computer technology. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document summarizes a study on the determinants of success and failure of entrepreneurs of small and medium enterprises (SMEs) in Bangladesh. The study aims to identify factors that contribute to entrepreneur success, as well as factors that influence entrepreneur failure. It hypothesizes 10 factors that may contribute to success, including willingness to succeed and maintaining close tabs on finances. It also hypothesizes 18 factors that may lead to failure, such as inadequate funding, raw material issues, and poor management. The study collected primary data from 23 entrepreneurs of SMEs in Bangladesh to analyze the factors.
Intellectual capital is an important dimension of entrepreneurship orientation that
highly contributes in the performance of the small and medium-sized enterprises
(SMEs). The measurements of intellectual capital more concern about employees’
knowledge, trademarks, patents, compensation and rewards. This study aims to
examine the relationship between knowledge management and organizational
performance among Malaysian food and beverage SMEs. It also identifies whether or
not protecting patents and trademarks positively contributes in organizational
performance. The primary data was collected through quantitative method and 262
questionnaire administered within food and Beverage SMEs in the Malaysian State of
Selangor. The findings indicated a positive relationship between knowledge
management and organizational performances. A good management of employees’
knowledge adds value to the firms and make them competitive in the market economy.
Apart from knowledge, the study found that protecting patents and trademarks can
positively contribute in the performance of SMEs. Also, the study identified moderate
positive correlations between compensation and reward with organizational
performance. To improve the performance of the firms, SMEs has to adopt effective
techniques such as compensation and reward that encourage employees to sincerely
perform their tasks and utilize their knowledge and effort for the purpose of profit
maximization
The document discusses a study on analyzing the competitiveness of small and medium enterprises (SMEs) in Probolinggo, East Java, Indonesia. It finds that SMEs' ability to build effective and efficient networks is a key determinant of their flexibility and productivity. Effective networks are characterized by operational efficiency through lower transaction costs, improved access to working capital, and a more innovative business climate. The study suggests network expansion is critical for SME policy development.
Economic structure & pattern of malaysia has been discussed in this assignment. Political parties, development procedure, etc. are discussed here in a decent way.
List of 50 Selected Projects for Micro, Small and Medium Enterprises (MSME). Ajjay Kumar Gupta
The document provides an overview of micro, small and medium enterprises (MSMEs) in India and lists 50 potential business project ideas for MSMEs. Some key points:
- MSMEs play a crucial role in the Indian economy by providing employment, encouraging industrialization in rural areas, and contributing to socioeconomic development.
- The top industries for MSMEs are retail trade, wearing apparel manufacturing, food and beverage manufacturing, and other services.
- Potential business project ideas that are listed include production of items like pistons, ceramic tiles, abrasive paper, matchboxes, oxygen/nitrogen plants, and more. These require low investment and have market demand.
Internationalization from sme perspective with reference to pump and motor ma...IAEME Publication
This document summarizes a study on the internationalization of small and medium pump and motor manufacturing enterprises in Coimbatore, India. The study analyzed 143 pump and motor manufacturing SMEs through surveys and interviews. The key findings were:
1) Most SMEs internationalized through proactive motives like increasing profits and owner interest, rather than reactive motives like overproduction. Initial export markets were closely associated with cultural and geographical proximity.
2) Direct exporting was the most common initial mode of entering foreign markets. Over half the companies had 26-50% of sales from foreign markets.
3) Management interest, foreign inquiries, and profit/business motives most impacted the decision to internationalize. Most
Internationalization from sme perspective with reference to pump and motor ma...IAEME Publication
This document summarizes a study on the internationalization of small and medium enterprises (SMEs) in the pump and motor manufacturing industry in Coimbatore District, Tamil Nadu, India. The study examines internationalization theories and the internationalization process of 143 SMEs in the pump and motor industry through surveys and interviews. The results show that initial export markets are closely associated with cultural and geographical factors, and the initial mode of operation tends to be direct exporting. Important factors for SME internationalization include increased commitments and investments, as well as management interest in international activities and previous international experience.
This document summarizes a study that investigated the effect of entrepreneurial competences on the success of paint manufacturing small and medium enterprises (SMEs) in Rivers State, Nigeria. The study hypothesized that three facets of entrepreneurial competence (strategic competence, operational competence, and learning competence) influence enterprise success. Data was collected through surveys of managers at 20 paint manufacturing firms and analyzed using statistical software. Results suggested that all three components of entrepreneurial competence positively impact enterprise success, with operational competence being the most important predictor of success. The study concluded that enterprise managers should focus on developing strategic, operational, and learning competences to enhance their business success.
This document summarizes a study on the marketing problems faced by entrepreneurs in Madurai City, India. The study examined 70 entrepreneurs across various business sectors. It found that the main marketing problems included the non-availability of raw materials, pricing issues, transportation delays, high distribution costs, and lack of promotion. The study also analyzed the demographic profile of entrepreneurs and identified the key factors motivating them to start their business. It provided suggestions for entrepreneurs and the government to address the common marketing challenges.
Market Orientation and Entrepreneurial Competence towards Competitive Advanta...QUESTJOURNAL
ABSTRACT: This research aims to test and investigate the influence of market orientation and entrepreneurial competencies toward competitive advantage and marketing performance on Micro Small and Medium Enterprises (MSMEs) on seaweed processing in South Sulawesi. The unit of analysis is the whole owner and manager of small and medium enterprises on seaweed processing in South Sulawesi. The selection of owner and Manager as the unit of analysis was justified because they (owner/ manager) are the main resources that belong to small and medium enterprises. In addition, the owner and the manager is an individual that is able to explain variable-variables analyzed. The samples in this research are MSMEs on Seaweed of Processing on South Sulawesi as many as 158 respondents. Data analysis techniques used in explaining the phenomenon in this research are descriptive statistics analysis techniques and analysis of Structural Equation Modeling (SEM) with AMOS 24 computer program statistic The researches result to found that market orientation has a positive significant influence Orientation toward competitive advantage with P value = 0.040 < 0.05 with coefficients value 0.285, Entrepreneurial Competence has a positive significant influence toward competitive advantage with P value = 0.045 < 0.05 with coefficient 0.226. Market Orientation has positive insignificant influence on performance marketing with P = 0.524 > 0.05 with coefficient value of 0.190. Entrepreneurship competence have a positive insignificant influence on marketing performance with P = 0.455 > 0.05 with coefficient value of 0.105.
This document defines entrepreneurship and provides examples of successful entrepreneurs. Entrepreneurship is defined as an individual creating opportunities by starting new businesses and taking on risks. Local entrepreneur Erick Thohir started several media businesses in Indonesia. International entrepreneur Jeff Bezos founded Amazon and later acquired The Washington Post. The document also categorizes small businesses in Indonesia based on assets and turnover.
The document discusses industrialization, providing definitions of industrial economics and describing factors that influence industries like costs, production, and investment. It also examines the industrial revolutions that occurred in Europe and North America, and how industrialization relates to economic development and increases in per capita income as countries transform to manufacturing-based economies.
Analysis of non financial characteristics of corporate performance in nigeriaAlexander Decker
This document analyzes the non-financial characteristics of corporate performance in Nigeria. It examines how employment generation, facilities siting, philanthropic donations, and research/manpower development impact socioeconomic development. The study uses a questionnaire distributed to staff at 20 firms across 10 industries in Nigeria. Results show that employment generation and facilities siting significantly promote development. Over 98% of respondents agreed these non-financial factors influence corporate environment. While profits remain a key objective, the study suggests firms prioritize people's welfare through such non-financial activities.
The Analysis of Business Decision for the Development Basic of Community Entr...iosrjce
This document summarizes a study on analyzing business decisions and community behavior to develop an entrepreneurial training model for weavers at the Tenun Ikat Bandar craft center in Kediri, Indonesia. Interviews were conducted with weavers, craftsmen, and community members. The findings show the weavers' motivation comes from preserving their craft and providing income. Their business decisions are influenced by opportunities in the market and guidance from the government. Both internal drives and external factors contribute to their entrepreneurship. To develop their skills, the study recommends motivational training, analyzing economic decisions, online marketing strategies, and entrepreneurship modules covering mindset, business ideas, and growth.
Development strategy for creative industries "cloth endek‟ in Bali Province ...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
ANALYSIS OF THE DETERMINANTS OF THE GOING CONCERN OF SMALL AND MEDIUM ENTERPR...Linda Garcia
This study aims to analyze the determinants of the going concern of small and medium enterprises (SMEs) in Gianyar Regency, Indonesia. The document provides background that SMEs are important for economic development and employment in Indonesia, particularly in Bali Province. Gianyar Regency has many SMEs producing wood handicrafts. The study aims to determine how business characteristics, human capital, social capital, and contextual factors influence the going concern of SMEs. It is hypothesized that business characteristics and human capital positively impact contextual factors, while social capital may not significantly impact them. Additionally, all four factors may significantly influence SME going concern. The document provides tables showing the number of SME
This document discusses conducting a PEST analysis to evaluate the environmental suitability for developing entrepreneurship in Bangladesh. It provides background on entrepreneurship in Bangladesh historically and currently. It outlines the scope of the study, reviews relevant literature on factors influencing entrepreneurship development. This includes discussing economic and non-economic factors, the social and economic background of Bangladesh, conditions for women entrepreneurs, and problems associated with entrepreneurship development. The document proposes using PEST analysis to evaluate the political, economic, social, and technological environment in Bangladesh to identify opportunities and challenges for growing entrepreneurship.
39 progress and performance of micro, small and medium enterprises in indiachelliah paramasivan
The document discusses the progress and performance of micro, small, and medium enterprises (MSMEs) in India. It provides definitions and classifications of MSMEs according to the MSMED Act of 2006. MSMEs make up a large portion of total business in India, contributing about 45% of manufacturing output and 40% of exports. They are also a major employer, providing jobs to around 42 million people. However, most MSMEs are micro-enterprises and many operate in a traditional manner. The document suggests that more support is needed to help micro-enterprises modernize and grow. Overall, it concludes that MSMEs have performed steadily and are important for India's sustainable development, though continued efforts are still
Progress and performance of micro, small and medium enterprises in indiaRAVICHANDIRANG
Micro, small and medium enterprises are powerful segment of the industrial development of a country. These sectors performed well with multidimensional aspects of the socio-economic aspects. Growth and progress of MSME in India is an emerging aspects which directly associated with the sustainable development in the country. This article is focused on the Progress and Performance of Micro, Small and Medium Enterprises in India with reference to MSME in of India.
This document discusses implementing big data analytics to support small and medium enterprise (SME) regional growth. It first defines SMEs and explains how big data is no longer just for large corporations due to cheaper cloud computing options. The document then reviews literature on defining SMEs and their importance for economic development. Finally, it discusses how harnessing big data through analytical frameworks could help SMEs make better decisions to grow their businesses and regions.
Implementing bigdata analytics for small and medium enterprise (SME) regional...iosrjce
IOSR Journal of Computer Engineering (IOSR-JCE) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of computer engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in computer technology. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document summarizes a study on the determinants of success and failure of entrepreneurs of small and medium enterprises (SMEs) in Bangladesh. The study aims to identify factors that contribute to entrepreneur success, as well as factors that influence entrepreneur failure. It hypothesizes 10 factors that may contribute to success, including willingness to succeed and maintaining close tabs on finances. It also hypothesizes 18 factors that may lead to failure, such as inadequate funding, raw material issues, and poor management. The study collected primary data from 23 entrepreneurs of SMEs in Bangladesh to analyze the factors.
Intellectual capital is an important dimension of entrepreneurship orientation that
highly contributes in the performance of the small and medium-sized enterprises
(SMEs). The measurements of intellectual capital more concern about employees’
knowledge, trademarks, patents, compensation and rewards. This study aims to
examine the relationship between knowledge management and organizational
performance among Malaysian food and beverage SMEs. It also identifies whether or
not protecting patents and trademarks positively contributes in organizational
performance. The primary data was collected through quantitative method and 262
questionnaire administered within food and Beverage SMEs in the Malaysian State of
Selangor. The findings indicated a positive relationship between knowledge
management and organizational performances. A good management of employees’
knowledge adds value to the firms and make them competitive in the market economy.
Apart from knowledge, the study found that protecting patents and trademarks can
positively contribute in the performance of SMEs. Also, the study identified moderate
positive correlations between compensation and reward with organizational
performance. To improve the performance of the firms, SMEs has to adopt effective
techniques such as compensation and reward that encourage employees to sincerely
perform their tasks and utilize their knowledge and effort for the purpose of profit
maximization
This document discusses the effect of employee retention on innovativeness in very small and medium enterprises (VSMEs) in Pakistan. It begins with an introduction to SMEs and their importance to Pakistan's economy, noting that over 99% of establishments are VSMEs with less than 5 employees. The purpose is to investigate how employee retention affects innovativeness in VSMEs and propose a framework to help eliminate hurdles to retention that hinder innovativeness. It then discusses the importance of innovation for business survival and competitiveness, and challenges of retaining talented employees, which is crucial for continued innovation and sustainability, especially for SMEs.
The document discusses the role of market orientation and networking in increasing the performance of the creative drum jimbe industry in Blitar, Indonesia. It finds that market orientation positively influences networking, and networking positively influences industry performance. However, market orientation does not directly influence industry performance. Networking is able to mediate the influence of market orientation on creative industry performance. The study uses a sample of 54 drum craftsmen who export jimbe drums from Blitar. It measures various aspects of market orientation, networking capabilities, and industry performance.
Micro, small and medium enterprises (MSMEs) are an important part of the Indian economy, contributing significantly to manufacturing output, exports, and employment. The MSMED Act of 2006 defines MSMEs based on investment levels in plant/machinery for manufacturing or services equipment. MSMEs play a key role in the Indian economy by generating large-scale employment, especially in rural areas, sustaining economic growth and increasing exports, and promoting inclusive growth by providing livelihoods. However, MSMEs face challenges related to access to finance, technology, skills, and markets. The government has introduced various initiatives to improve the competitiveness, access to credit, and overall business environment for MSMEs in India.
Export is a commercial activity, which involves exchange of domestically produced or value added imported goods or services for valuable consideration across national borders. Export is one of the most determinant factor for economic growth, It also helps companies for sales expansion, resources acquisition, minimize competitive risk and diversification. Export in current scenario is prospective business with critical business environment; Social, Technological, Economic, Political, International, Natural, Transport and Organizational (STEP IN-TO) are few of the critical factors influencing export business, Knowledge on export business environment will lead firm to attain competitive edge in international market. This conceptual paper is designed to intimate the significant influence of STEP IN-TO factors, which plays momentous role in export and suggest solution to attain competitiveness with the same.
Impact of Globalization on MSME Prospects, Challenges and Policy Implementati...ijtsrd
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Optimalization of Natural Resources And Cultural Heritage As Ceramic Industry Business Development Strategy
1. IOSR Journal of Business and Management (IOSR-JBM)
e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 11 .Ver. III (Nov. 2015), PP 01-10
www.iosrjournals.org
DOI: 10.9790/487X-171130110 www.iosrjournals.org 1 | Page
Optimalization of Natural Resources And Cultural Heritage As
Ceramic Industry Business Development Strategy
Yarnest
(Economics and Business Faculty, University of Merdeka Malang, Indonesia)
Abstract: The objective of the research is explore the business of ceramic industry in Malang City, whether
internal and external factors were influential toward the development of the ceramic industry, and how to
optimize natural resources and cultural heritage to develop the ceramic industry. The object of the research was
the ceramic center in Dinoyo Village Lowokwaru District Malang City, the population were the entire 32
ceramic industry craftsmen/business owners, and the census and questioner method were used to collect data.
The SWOT analysis technique was used to analyze the data using the descriptive qualitative approach. SWOT
analysis on the internal (strength and weaknesses) and external factors (opportunities and threats) indicated
weakness as compared to the strength and little opportunities as compared to the threats against the ceramic
industry. Meaning that the challenges in managing the ceramic industry is tremendous which influence the
development and competitiveness. Internal factors which are determined by production development (natural
resources, art & culture), marketing, human resources, and financial, impacted the development of small scale
ceramic industry.External factors determined by local competitors, consumers, foreign products (China)
impacted the development of small scale ceramic industry.
Key words: Ceramic Industry, Development Strategy, Natural Resources and Art & Culture.
I. Introduction
As the second biggest city in East Java after Surabaya, Malang holds Tri Bina Cita as its motto, namely
as a city of education, tourism and industry. The biggest potential that Malang has is as a city of education and
tourism. Malang is one of the conducive locations as an industrial region. Geographically, Malang is
strategically located and is supported by adequate transportation facilities, but maintains a preserved
environment and supports the development of ceramic industry in East Java.
The small scale and handicraft industry in Malang has progressed rapidly, based on the type of
business, there are 1308 small scale industry units. In one village area there are more or less 50 business units
spread out in the City of Malang, consisting of ceramic handicraft small scale industry in Dinoyo, Malang City.
In the outset, the ceramic industry was just a small scale industry initiated in the 1950s. This ceramic industry
has given tremendous influence to the community especially in the economic sector. Once a home industry,
modestly managed by craftsmen, the ceramic of Malang has gained popularity. The availability of raw
materials, such as white clay (kaolin), feldspar, quartz, ball clay, and supported by skilled craftsmen, the Malang
ceramic industry grew rapidly and has popularly been known as “Dinoyo Ceramics”. The Dinoyo Ceramic
Center is one of UKM (Small Medium Enterprises) in the ceramic industry sector holding distinctive features
and has become one of the icons of Malang City.
The Department of Industry and Trade or Disperindag (2013) Malang has featured products namely
Ceramics, Pottery, Cripsy Tempeh (feremented soybean cake), Furniture, Rattan, Cornflakes, Sanitary Products,
Stove and Food Industry. The presence of the ceramic industry in Dinoyo Village has a significant role in
increasing the community’s income. In addition, the ceramic industry has been capable of absorbing adequate
number of work force, and elevated the community’s physical livelihood (clothing, food and home), health and
education.
Tambunan (2000) mentioned that in Indonesia UKM can be observed from the good number of
business units, significant contribution to work opportunity and income, particularly in the regions and for the
low income households, and the significant role UKM has for the development of national economy. In
addition, these business units have acted as the driving engines crucial for for the development of local economy
and community.
Small and Medium Enterprises (UKM) play an important role in the economy of a state, holding
central position in creating a formidable industrial system, and the backbone for a strong economy. Tambunan
(2000) stated that there are three main reasons on the roles of UKM: (a) the ability to absorb work force, (b)
their contribution to Gross Domestic Product (GDP), and (c) acceleration in creating change and innovation.
Meanwhile, Hardono (2004) suggested that UKM has classic constraints, namely constraints related to
the quality of human resources (HR), weak business management, low access to financing and market, and
minimal information and technology in hand.
2. Optimalization of Natural Resources And Cultural Heritage As Ceramic Industry Business …
DOI: 10.9790/487X-171130110 www.iosrjournals.org 2 | Page
In its journey, every business is always faced with obstacles and constraints, either internally or
externally. These contraints are not only faced by corporations but also by small and medium enterprises. In the
ceramic industry the contraints faced are among others: 1) the abundance of imported ceramic products
especially from China, despite the government’s regulations to put a halt against imports of ceramics; 2) the
limited number of ceramic raw material processing industry, so that raw materials for certain quality must still
be imported; 3) weak attainment of Reserach and Development, 4) low competency of Human Resources in the
design sector; and 5) weak competitiveness of local ceramic industry attributed to the minimal utilization of
technology in responding to the many challenges against the ceramic industry (Depperin: 2009)
In addition to the contraints mentioned above, there are other constraints faced by the ceramic industry,
among others:1) capital constraint, for most small and medium enterprises capital is the main constraint to
develop their business; 2) technical constraint, as it is only done by few individuals, small and medium
enterprises are limited by the number of human resources in terms of production technicalities, leading to the
non-existence of new innovations and gives the impression of delivering monotonuos products; 3) marketing
constraint, only marketed in nearby surrounding areas, whereas products of such small and medium enterpises
could actually be marketed in other regions and could even be exported; 4) managerial constraint, business is
managed through simple and modest system, based only on the experience of a small enterprise owners.
The objective of this research is to explore the possibility on how to optimize natural resources and cultural
heritage for the development of ceramic industry using SWOT analysis.
II. Critical Review
1. Strategic Management
Managing a company or business is always faced with various internal and external challenges both in
the present and future, requiring strategic management to determine the strategy and tactics to achieve
predetermined objectives. Siagian ( 2000:15) defines strategic management as : “ a series of basic decisions and
actions made by top management and implemented by all ranks in the organization to achieve the organization’s
goal.” The goal is to give theoretical concept that is fundamental related with performance (Respati and Amin,
2014)
A company needs to identify and assess available strategies for its respective business units. Various
factors need to be put into considerations in performing strategic analysis at the business unit level, in order to
arrive at a certain alternative believed to be the right decision. There are three approaches as instruments to
assess various factors to be reckoned with, namely “SWOT” analysis, matrix approach, and preparation of basic
strategic group models.
2. SWOT Analysis
SWOT" analysis is a potent analysis instrument when used properly. “SWOT” is an abbreviation of
“Strengths”, “Weaknesses”, “Opportunities”, and “Threats”. The Strengths and weaknesses factors in a
company exist within a certain business unit while opportunities and threats are environmental factors faced by
respective busines units. It is said that “SWOT” analysis can be a potent instrument to perform strategic
analysis. The potency lies in the capabilities of a company’s decision makers to maximize the role of the
strength factor and the exploitation of opportunity which at the same time functioning as instrument to minimize
weaknesses and suppress occuring threats. If business units’ decision makers could perform the two factors
mentioned above properly, then the effort to select and determine an effective startegy will result in the
achievement of expected business goals.
3. Optimalization of Natural Resources And Cultural Heritage As Ceramic Industry Business …
DOI: 10.9790/487X-171130110 www.iosrjournals.org 3 | Page
Illustration 1: SWOT Analysis Diagram
3. Relevant Research
The study made by International Labour Organization (ILO) as put forward by Sethuraman (1993),
explains that UKM activities are not limited to certain works, but also encompass various economic activities
which among others is marked by: easy to be entered into, relying on local resources, own business, small scale
operation, labor intensive and adaptive technology, skills can be obtained from outside formal education, and
not directly impacted by regulation and competitive market. The study conducted by ILO mentioned that the
UKM sector has unique traits: small scale business, family owned, labor intensive, individual business status,
zero promotion, and with no constraints.
Manning, et al (1991) suggested that the UKM sector is part of the city and village economic system
not receiving optimal assistance from the government or has been unable to utilize assistance provided or
already receiving assistance but incapable of exploiting it. The UKM sector in Indonesia has the following
characteristics: unorganized business activities because business units do not make use of facilities/institutions
available, not holding busines permit, unorganized pattern of business activities in terms of location and
working hours, and in general the government policies to assist the economically-weak groups have not reached
this sector, and in general UKM in Indonesia is still faced with various obstacles and constraints.
4. Marketing Strategy
Abidin (2010) – in many regions, the issue on strategic marketing is still the main focus, particularly
for local cultural products. The traditional cultural product industry still used outdated marketing method
leading to a decline in such industry. However, efforts to develop local cultural products could regain market
share. Such policy could prevent the diminishing cultural values and history due to globalization. Products from
local cultures is an expression of art and culture that could attract foreign buyers and hold high export potential,
although in general, part of this industry are micro businesses having difficulties to market their products
abroad.
The development of e-commerce is a strategy that could assist the marketing of products to foreign
countries in low cost. But before that, it requires efforts to close digital gap and the construction of internet
infrastructures. To overcome the limited volume and resources, local culture businesses could establish
cooperation development strategy, such as mutually-benefitting marketing cooperation with local cultural
industry and other businesses as well. These business pairs could establish associations or networks to promote
their products.
5. Product Strategy
In terms of product, ceramic as a commodity, the ceramic business is entering a new era, namely the
highly competitive global market. Therefore, to maintain sustainability and competitiveness in the global market
arena, requires the preparation of basis for the development of ceramic product design oriented to local art and
culture. Such measure is expected to be able to create superior ceramic product design excelling above the
competitors (Competitive Advantage), unique and possessing Distinctive Competence, and not easily imitated
(Porter, 1995).
Source: Sondang P.Siagian,”Manajemen Stratejik”, 2000 pp.176
4. Optimalization of Natural Resources And Cultural Heritage As Ceramic Industry Business …
DOI: 10.9790/487X-171130110 www.iosrjournals.org 4 | Page
Ceramic is a kind of product, either functional or non-functional, that accentuates decorative values and
virtousity with exceptional craftmanship, delving unique traditional values. According to Yasraf (2005), it
requires unique development representation. Meaning that design development should not lead to “total
disengagement” with local norms, institution and values. On the contrary, there should be efforts to reinstate
traditional values, not rigidly conserving them, but through reinterpretation and recontextualization processes to
find sustanainable innovation and discover unique aesthetic experience without undermining fundamental local
values.
6. Small Businesses Development Strategy
According to Kartasasmita ( 1996), developing small businesses requires appropriate strategy,
covering the following aspects. Firstly, improved access to productive assets, primarily capital, besides
technology and management. This has been discussed in various forums, seminars, literatures, and so forth.
Secondly, improved access to market, covering a wide range of spectrum, from business backup to market
information, production support, and marketing facilities and infrastructures. For small businesses in rural areas
in particular, the most helpful economic infrastructures is transportation infrastructure. Thirdly,
enterprenuership, as mentioned earlier. In this regard, training on the knowledge and skills required to do
business, and subsequently or during the training it is important to implant the spirit of enterpreneurship. This
should also be expanded and to be started since the early stage, in our education system, to build an independent
nation, meaning a strong business and industry nation. This effort will reinforce the current economic
transformation process driven by cultural transformation, meaning the modernization of value system in the
community. Fourthly, institution. Economic institution in a broad sense means market. Strengthening the market
is improtant, but it needs to be accompanied by control to avoid deviation and the creation of a bigger gap.
This requires appropriate interventions, not contradictory to basic principles in a democratic economy, but
continues to guarantee social equity. Fifthly, business partnership. Business partnership is an important and
strategic channel for the development of te people’s economy. Partnership has been tested and proven in other
countries, such as in the four “Asian Tiger” countries of Taiwan, Hongkong, Singapore and South Korea.
Through backward lingkage pattern, large businesses and small and medium enterprises will be linked, as well
as Foreign Investment Companies (PMA) and local small businesses. One of the partnership pattern that would
be significantly beneficial to small businesses if applied widely is the sub-contracting pattern, which gives the
opportunity for small and medium businesses in the provision of raw materials and components, and in the
distribution of corporations’ products.
III. Methods
The type of Research and Development, descriptivequalititative approach with data collection using
questionaires, interview and documentation. The study took place at Dinoyo Village Malang City and was more
focused on the owners of ceramic handicraft industry. The subject of study was owners of the ceramic industry.
The population was the entire ceramic industry business managers at the ceramic industry center in Dinoyo
Malang City. The researcher’s considerations in selecting the ceramic industry business as the object are as
follows: (1) ceramic industry is a featured product of Malang, (2) Malang’s ceramics have been widely known
by the public which started only as home industry and modestly managed by craftsmen, (3) Malang City as a
city of education, tourism and industry, (4) the ceramic industry in Malang has huge potential to be developed,
and (5) absorbing work force as it is a labor intensive industry. Primary data were collected using questionaires
and interview with respondents and through census of 32 ceramic industry enterprenuers. Data were analyzed
using the SWOT analysis method.
IV. Results Of Study
To more appropriately identify the strategic position of ceramic industry at the Dinoyo Ceramic Center
in Malang the SWOT analysis was performed, by assessing indicators of internal system illustrated through
Strengths and Weaknesses and indicators of external system illustrated as Opportunities and Threats.
1. Strength : a). business owners at productive age; b). extensive experience; c). readily available work force; d).
skilled work force; e). experienced work force; f). variety of products; g). product quality equal to local
competitors; h). materials easily obtained; i). good quality materials; j).iInnovation and product development
already in progress. (10 indicators)
2. Weaknesses: a). low education level of enterprenuers; b). limited number of manpower; c). Unattainement of
technology; d). low education level of work force; e). zero training on ceramics; f). No technological application
in production; g). low promotional efforts (event participation); h). limited promotional media; i). distribution
channel (agent) non-existence ; j). pricing based on basic price; k). no outlets outside business location; l). low
capital; m). limited capital sources; n). no bookkeeping/administration. (14 indicators)
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3. Opportunity: a). potential marketing regions; b). business highly prospective; c). government support
available; d). the potential of domestic market is open; e). significant international market potential; f). existence
of ceramic industry association. (6 indicators)
4. Threats: a). local competitors; b). low-priced Chinese imports; c). Imposition of tariff and non-tariff in export
destination countries; d). competition in the global market in terms of price and quality; e). competitors’
superior product design; f). competitors’ superior product quality; g). competitors’ superior promotional efforts;
h). application of technology by competitors. (8 indicators)
The strength, weaknesses, opportunity and threats (SWOT) of the Ceramic Center in Dinoyo Malang City ( -4;-
2) can be illustrated on a SWOT diagram as follows:
Illustration 2 : SWOT Analysis
The link/connection of internal and external factors of the ceramic industry at the Dinoyo Ceramic
Center in facing competition can be illustrated on the SWOT analysis matrix as follows:
Ceramic Industry SWOT Analysis Matrix at the Dinoyo Village Ceramic Center Illustration 3. SWOT
Analysis Matrix
Internal Factors
External Factors
STRENGTH (S)
* enterpreneurs at productive age
* business experience
* readily available work force
* skilled work force
* experienced work force
* Variety of products
* Product quality equal to local
competitors
* Material readily available
* Good quality material
* Product innovation already in
progress.
WEAKNESSES (W)
* low education level enterprenurs
* limited number of work force
* technology not attained
* low education level work force
* zero training
* manual product design
* low promotion
* limited promotional media
*No distribution channel
OPPORTUNITY (O)
* Potential marketing regions
* good business prospects
* Government support
* Open domestic market
* respectable foreign market
* existence of ceramic industry
association
STRATEGY ( S-O)
Use strength to exploit opportunity
Market Penetration&Product
Development
STRATEGY ( W-O)
Minimize weaknesses to exploit
opportunity
Human Resources development
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V. Discussion
Determination of Strategy 1. Data Input Stage
In providing the weighting to the field data acquired using questionaires from ceramic enterpreneurs
encompassing human resources, product or operational, marketing, financial, administration, competitors and
others against internal and external factors in the ceramic industry at the Dinoyo Ceramic Center Malang City.
1. Internal Factor Evaluation Matrix (IFE).
Determination of weighting and evaluation against internal and external factors (strength and
weaknesses) at every variable indicator based on relative interest perception, the extent of opportunity and
contribution against strategy development, where the entire weighting total is equal to one point zero (1.000).
Followed by giving rating scale between 1 to 4, where 1 is very low and 4 is very high. Followed by
determining the score by multiplying the weight and rating. The score/value is used to determine the quadrant
on the IFE Matrix, formulated on an IFE Matrix. Matrix on internal factors can be seen on the table below.
Table 1 Internal Strategic Factor MatrixOn the table above the total IFE score for
THREATS (T)
* local competitors
* low-priced Chinese imports.
* Imposition of tariff and non-tariff.
*Competition in the globla market
in terms of quality & price.
*Competitors’ superior product
design
* Competitors’ superior product
quality
* Competitiors’ superior
promotional efforts
* Application of technology by
competitors.
STRATEGI ( S-T)
Engage strength to minimize threats
Enhance the role of Association,
Government, Universities &
Corporations
STRATEGI ( W-T)
Minimize weaknessess to minimize
threats
Application of Technlogy &
Equipment/Machinery
Internal Stratgic Factor Weight
(B)
Rating
(R)
Score/Value
(BxR)A. STRENGTH
Respondents under productive age
Work experience
Source of work force
Service period
Employee’s work experience
Type of product produced
Quality of product produced
Type of material used
Source of material
Material quality
Production process applied
Product innovation and development
0,028
0,032
0,035
0,042
0,036
0,043
0,057
0,012
0,018
0,023
0,031
0,012
3
4
2
3
4
4
4
2
2
2
2
3
0.084
0.128
0.070
0.126
0.144
0.172
0.228
0.024
0.036
0.046
0.062
0.036
Total A. 0.369 1.156
B. WEAKNESSES
Low education level
Number of work force employed
Technology not attained
Low education level of work force
Zero training on ceramics
Manual product design
Inadequate promotion (joining events)
Limited promotional media
No distribution channel (agent)
Unclear product pricing
No outlets
Limited capital
Limited source of capital
No bookkeeping/Administration
Support from association not optimal
Low support from universities
0.054
0.022
0.046
0.054
0.043
0.039
0.047
0.042
0.038
0.021
0.034
0.062
0.031
0.045
0.028
0.025
1
2
1
2
2
1
2
1
2
2
2
1
2
1
2
2
0.054
0.044
0.046
0.108
0.086
0.039
0.094
0.042
0.076
0.021
0.068
0.162
0.062
0.045
0.056
0.050
Total B. 0.631 0.974
Total IFE ( A + B ) 1,00 2.130
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Ceramic business is 2,130. The score indicated that the company has a strong position because the score
obtained is higher than the IFE average score, which is 2.000. In running its business the owner has not
optimally exercise good management strategy that could minimize the weaknesses of the ceramic industry.
1.1. Strength
The main strength of the Dinoyo ceramic industry is that it is a featured product and an icon of Malang
City, and a product well-known to the community. Ceramic industry enterpreneurs are still young (at productive
age), possessing extensive work experience, readily available local work force, experienced/skillful work force,
variety of products, product quality equal to local competitors, source of material originating from Malang,
quality of materials used in production process adequate and product innovation and development are already in
place.
1.2. Weaknesses
The major weakness of ceramic industry enterpreneurs is their low education level, with limited
number of employees employed. Technology not attained, education level of employees relatively low, zero
training on ceramics, technology not used in product design, inadequate promotional efforts, limited media to
promote products, no distribution channel to market products, pricing based on basic price, not outlet outside
business location, capital used for business very limited, siurces of capital used for business very limited, and no
bookkeeping/administration.
2. External Factor Evaluation Matrix (EFE)
The determination of weighting and evaluation against external factors (strengths and weaknesses) on
every variable indicator was based on relative interest perception, the extent of opportunity and contribution
toward the development of strategy, where the total weighting is equal to 1 point zero (1.000). Followed by
providing rating scale between the numbers of 1 to 4, where 1 is very low and 4 is a very high scale. Kemudian
memberikan skala rating antara angka 1 sampai 4, dimana skala 1 sangat rendah dan skala 4 sangat besar/tinggi.
Followed by determining the score/value by multiplying the weight and rating. The score is used to determine
the quadrant on the IFE Matrix, formulated in an EFE Matrix. Matrix on externla factor can be observed on the
table below.
Table 2 External Strategic Factors Matrix
The EFE Matrix above indicated that the total EFE score/value is 2.236. Such score indicates that ceramic
industry enterpreneurs have adequately exploited existing opportunity and avoided threats against their business.
However the measures taken have not been optimal and ceramic industry enterpreneurs should have exploited
existing opportunities even more and find strategies to avoid threats.
2.1. Opportunity
The major opportunities of this business are potential marketing regions, promising business
prospect/opportunity of, support from the government for industry development, potential for domestic market
External Strategic Factors Weight
(B)
Rating
(R)
Score/Value
(BxR)A. OPPORTUNITY
Potential marketing regions
Good business prospect/opportunity
D Support of Regional Administration/Government
0.175
0.168
0.065
4
3
2
0.700
0.504
0.130
Total A. 0.408 1.334
B. THREATS
Low annual average sales turnover
No separation of funds
Adequacy of funds
Low capital turnover
Fierce competition
Superior competitors’ product motif/pattern
Superior competitors’ product quality
Superior competitiors’ promotion efforts
0.065
0.052
0.049
0.055
0.146
0.062
0.084
0.079
2
1
2
2
1
2
1
2
0.130
0.052
0.098
0.110
0.146
0.124
0.084
0.158
Total B. 0.592 0.902
Total IFE ( A + B ) 1.00 2.236
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is still open because the consumption per capita for tiles is still very low (1.0 m/year), market potential to
export destination countries such as the US, European Union, Middle East, Africa and ASEAN countries, the
existence of ceramic industry enterpreneur association.
2.2. Threats
The major persistent threats are the abundancy of competitors’ product in the market, the rampant low-
priced Chinese imports, imposition of tariff and non-tariff in several export destination countries, competition
against ceramic products in the global market in terms of quality and price, competitors’ superior product
design, competitors’ superior product quality, competitors’ superior promotional efforts, and application of
technology by competitors.
3. Data Equalization Stage
3.1. Internal and External Matrix (IE)
In determining the strategy to be applied, the company’s position needs to be ascertained beforehand.
From the IFE analysis, the score obtained was 2.130 and from the EFE analysis the score was 2.236. To
ascertain the company’s position, the scores are entered into the Internal and External Matrix (IE) which has 9
cells.
Illustration 4. Results of Internal and External Matrix
Based on the illustration above, ceramic industry enterpreneurs are in cell V, but heading closer to cell
I, II and IV. This indicates that ceramic industry enterpreneurs are in a strong internal position and adequately
responding to existing opportunities as well as being capable of avoiding industrial threats.In Position V,
industry is best to be controlled through the application of the Hold and Maintain strategy. The strategies
commonly applied are market penetration and product development.Market penetration is a strategy seeking to
elevate the market share of a product through more extensive marketing effort, for instance marketing through
the internet to reach a wider market audience. In addition, making the ceramic industry business as a “study
tour” object for students, so that the new generation could witness handicrafts made in their own country and to
implant their love toward domestic crafts especially for miniature.Product development strategy is a strategy
which objective is that the company could increase its sales by improving or modifying existing products.
Product development can also be done by generating products that represent local art and culture and other
miniatures.
4. SWOT Matrix
The relation/connection of internal and external factors of ceramic industry business at Dinoyo
Ceramic Center in facing competition can be illustrated in a SWOT analysis matrix. On the SWOT Matrix
several alternative strategies are formulated and determined to be later selected as the best strategy among the
alternatives.Strategy alternatives formulated at the ceramic industry business was based on the decisions made
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among owner, employees and researcher. Strategies are entered into 4 cells, namely Strength-Opportunity (S-O),
Strength-Threats (S-T), Weaknesses–Opportunity (W-O) and Weaknesses – Threats (W-T).
4.1. S-O Strategy
The strength of ceramic industry is the marketing mix for good ceramic products. By using the strength
of the market, exploiting opportunities, the ceramic industry can execute market penetration and product
development. Expanding the market can be done by the application of an aggresive e-commerce, taking
advantage of the media as promotional venue, participating in craft exhibition, and advertising in an exclusive
magazine. Other promotion that should be done is putting an advertisement in a craft magazine currently
published by the numbers. Product development is done by generating affordable products utilizing natural
resources and local cultural heritage.
4.2. S-T Strategy
In using strength to overcome threats, ceramic industry enterpreneurs have to optimize the role of
ceramic enterpreneurs association and encourage universities and the government to supervise the business of
the ceramic industry.
4.3. W-O Strategy
Problems of the ceramic industry most likely take place internally, such as human resources,
production, and financial. In coping with HR (Human Resources) issues, there are a number of things that can
be done: a. owner must be more selective in employing HR and placing HR based on their competencies and not
based on their preferences., b.establish a collective regulation/agreement between employees and owner where
sanctions will be imposed against employees violating such regulation, reorganize organizational structure and
determine the task to be jointly performed by employees and owner to establish shared responsibilities.
4.4. W-T Strategy
The strategy to cover weaknesses and avoid threats is a complicated issue. The biggest threat to be
faced are foreign competitors, excelling in the use of technology and offering lower price with better quality.
Therefore, to compete against competitors, ceramic industry enterpreneurs must utilize advance technology
supported by adequate machineries/equipment.
Illustration 5
Model of Ceramic Industry Business Development Strategy
Source: SWOT Analysis ( 2014)
VI. Conclusion
Based on the discussion above, the business potential of the ceramic industry in Malang City,
particularly in Dinoyo Ceramic Center, is promising, especially as it is supported by abundant natural resources
and heritage of the diverse art and culture of ethnic archipelago. The basis for the development of ceramic
products in the future should be oriented toward the heritage of art and culture of ethnic archipelago.As such,
enterpreneurs, artists, craftsmen, employees or designer will play a significant role. They are demanded to be
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more creative, innovative, selective and consistent in delving and applying aesthetic elements under the
guidance of local wisdom.
VII. Recommendation
Based on the results of the study, the writer offers the following suggestions to improve the
development of ceramic industry at the Dinoyo Ceramic Center Malang City:
1. Enterpreneurs are suggested to enhance the role of ceramic enterpreneur association in Malang. Through this
association craftsmen could work cooperatively starting from the provision of raw materials, pricing, to
marketing. The procurement of materials in groups will save purchasing and transportation cost. In regard to
marketing, ceramic craftsmen can agree on the range of selling price under certain product specifications in
order to lessen competition or unfair price fixing and therefore improve their bargaining power against buyers or
other parties.
2.The Regional Administration/Government should continue to enhance the development of ceramic industry.
Development can be done through training, technical or managerial. Most ceramic small industries do not
exercise proper bookkeeping and therefore, training in managerial skills is required to improve production
efficiency, which ultimately will enhance the competitiveness of the ceramic industry.
3. Universities may administer research in various disciplines so that in the future they can elevate the ceramic
industry. Production technology to be developed is the incineration/burning technique in order to produce better
products and at the same time conserving energy and preserving the environment.
Notes On First Contributor
Yarnest is a Lecturer in Management Department at the Faculty of Economics, Merdeka University,
Malang, Indonesia. His research interests are in Entrepreneurship, Financial Management, and Marketing. E-
mail: yarnestb@yahoo.com.
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